Given the risk, mayors and public health officials around the country are using new technologies to connect residents with health care, from social media to widgets to flu shot finder maps. This week, it looks like the code for a flu shot location application created in Chicago is doing what viruses do best: go viral in cities.

“In the middle of what might be theworst flu season in a decade, Boston Mayor Thomas Menino declared apublic health emergency — and civic hackers found a way to help the cause. With help from Code for America volunteers, the Boston Mayor’s Office of New Urban Mechanics was able to repurpose aChicago app that maps free vaccination locations in little more than a day, just in time for a weekend vaccination campaign at 24 locations. The app’s journey from Chicago to Boston is a model of intra-civic partnership.”

Chris Whitaker explored the origins of the app at the Code for America blog today:

Originally developed in Chicago by Tom Kompare, the flu shot app helps users find nearby clinics offering free flu shots by entering in their address or by using a GPS-enabled mobile device. It also allows users to get public-transit directions to those clinics at the click of a button.

Built at the request of Chicago’s Department of Health, Kompare started work on the app after representatives from the department dropped by Chicago’s OpenGov Hack Night during the Google API challenge presentation in October, and asked about an easy way for citizens to find out where to get a free flu shot. Within weeks, Kompare’s app was built, adopted, and hosted on Smart Chicago’s Collaborative’s servers.

…Hours after Boston’s Mayor Menino had declared a public health emergency, Boston’s Brigade CaptainHarlan Weber reached out to me about the use of the flu shot app.… The app was launched and ready for the public less than 36 hours after the initial email was sent.

Now, it looks like the code is spreading from Chicago to Philadelphia as well, according to a tweet from Philly’s chief data officer, Mark Headd.

If you still need a shot, these maps can help you learn where to find one. In the meantime, take care to keep healthy by frequently washing your hands and protecting others if you do fall ill by covering your mouth when you cough.

The first winners of the African News Innovation Challenge, which concluded this winter, look set to extend that investment throughout the continent of Africa.

“Africa’s media face some serious challenges, and each of our winners tries to solve a real-world problem that journalists are grappling with. This includes the public’s growing concern about the manipulation and accuracy of online content, plus concerns around the security of communications and of whistleblowers or journalistic sources,” wrote Arenstein on the News Challenge blog.

While the twenty 2012 winners include investigative journalism tools and whistleblower security, there’s also a focus on citizen engagement, digitization and making public data actionable. To put it another way, the “news innovation” that’s being funded on both continents isn’t just gathering and disseminating information: it’s now generating data and putting it to work in the service of the needs of residents or the benefit of society.

“The other major theme evident in many of the 500 entries to ANIC is the realisation that the media needs better ways to engage with audiences,” wrote Arenstein. “Many of our winners try tackle this, with projects ranging from mobile apps to mobilise citizens against corruption, to improved infographics to better explain complex issues, to completely new platforms for beaming content into buses and taxis, or even using drone aircraft to get cameras to isolated communities.”

In the first half of our interview, published last year at Radar, Arenstein talked about Hacks/Hackers, and expanding the capacity of data journalism. In the second half, below, we talk about his work at African Media Initiative (AMI), the role of open source in civic media, and how an unconference model for convening people is relevant to innovation.

What have you accomplished at the AMI to date?

Justin Arenstein: The AMI has been going on for just over three years. It’s a fairly young organization, and I’ve been embedded now for about 18 months. The major deliverables and the major successes so far have been:

A $1 million African News Innovation Challenge, which was modeled fairly closely on the Knight Challenge, but a different state of intended outputs.

A network of Hacks/Hackers chapters across the continent.

A number of technology support or technology development initiatives. Little pilot projects, invariably newsroom-based.

The idea is that we test ideas that are allowed to fail. We fund them in newsrooms and they’re driven by newsrooms. We match them up with technologists. We try and lower the barrier for companies to start experimenting and try and minimize risk as much as possible for them. We’ve launched a couple of slightly larger funds for helping to scale some of these ideas. We’ve just started work on a social venture or a VC fund as well.

You mentioned different outputs in the News Challenge. What does that mean?

Justin Arenstein: Africa hasn’t had the five-year kind of evolutionary growth that the Knight News Challenge has had in the U.S. What the News Challenge has done in the U.S. is effectively grown an ecosystem where newsrooms started to grapple with and accepted the reality that they have to innovate. They have to experiment. Digital is core to the way that they’re not only pushing news out but to the way that they produce it and the way that they process it.

We haven’t had any of that evolution yet in Africa. When you think about digital news in African media, they think you’re speaking about social media or a website. We’re almost right back at where the News Challenge started originally. At the moment, what we’re trying to do is raise sensitivity to the fact that there are far more efficient ways of gathering, ingesting, processing and then publishing digital content — and building tools that are specifically suited for the African environment.

There are bandwidth issues. There are issues around literacy, language use and also, in some cases, very different traditions of producing news. The output of what would be considered news in Africa might not be considered news product in some Western markets. We’re trying to develop products to deal with those gaps in the ecosystem.

What were the most promising News Challenge entrants that actually relate to those outputs?

Justin Arenstein: Some of the projects that we thought were particularly strong or apt amongst the African News Challenge finalists included more efficient or more integrated ways to manage workflow. If you look at many of the workflow software suites in the north, they’re, by African standards, completely unaffordable. As a result, there hasn’t been any systemic way that media down here produced news, which means that there’s virtually no way that they are storing and managing content for repackaging and for multi-platform publishing.

We’re looking at ways of not reinventing a CMS [content management system], but actually managing and streamlining workflow from ingesting reporting all the way to publishing.

Some of the biggest blogs in the world are running on WordPress for a CMS. Why not use that where needed?

Justin Arenstein: I think I may have I misspoken by saying “content management systems.” I’m referring to managing, gathering and storing old news, the production and the writing of new content, a three or four phase editing process, and then publishing across multiple platforms. Ingesting creative design, layout, and making packages into podcasting or radio formats, and then publishing into things like Drupal or WordPress.

There have been attempts to take existing CMS systems like Drupal and turn it into a broader, more ambitious workflow management tool. We haven’t seen very many successful ones. A lot of the kinds of media that we work with are effectively offline media, so these have been very lightweight applications.

The one thing that we have focused on is trying to “future-proof” it, to some extent, by building a lot of meta tagging and data management tools into these new products. That’s because we’re also trying to position a lot of the media partners we’re working with to be able to think about their businesses as data or content-driven businesses, as opposed to producing newspapers or manufacturing businesses. This seems to be working well in some early pilots we’ve been doing in Kenya.

What were your takeaways from the Tech Camp? Was a hybrid unconference a good model for the News Challenge?

Justin Arenstein: A big goal that we think we’ve achieved was to try and build a community of use. We put people together. We deliberately took them to an exotic location, far away from a town or location, where they’re effectively held hostage in a hotel. We built in as much free time as possible, with many opportunities to socialize, so that they start creating bonds. Right from the beginning, we did a “speed dating” kind of thing. There’s been very few presentations — in fact, there was only one PowerPoint in five days. The rest of the time, it’s actually the participants teaching each other.

We brought in some additional technology experts or facilitators, but they were handpicked largely from previous challenges to share the experience of going through a similar process and to point people to existing resources that they might not be aware of. That seems to have worked very well.

On the sidelines of the Tech Camp, we’ve seen additional collaborations happen for which people are not asking for funding. It just makes logical sense. We’ve already seen some of the initial fruits of that: three of the applicants actually partnered and merged their applications. We’ve seen a workflow editorial CMS project partner up with an ad booking and production management system, to create a more holistic suite. They’re still building as two separate teams, but they’re now sharing standards and they’re building them as modular products that could be sold as a broader product suite.

The Knight News Challenge has stimulated the creation of many open source tools. Is any of that code being re-used?

Justin Arenstein: We’ve tried to tap into quite a few of them. Some of the more recent tools are transferable. I think there was grand realization that people weren’t able to deliver on their promises — and where they did deliver on tools, there wasn’t documentation. The code was quite messy. They weren’t really robust. Often, applications were written for specific local markets or data requirements that didn’t transfer. You actually effectively had to rebuild them. We have been able to re-purpose DocumentCloud and some other tools.

I think we’ve learned from that process. What we’re trying to do with our News Challenge is to workshop finalists quite aggressively before they put in their final proposals.

Firstly, make sure that they’re being realistic, that they’re not unnecessarily building components, or wasting money and energy on building components for their project that are not unique, not revolutionary or innovative. They should try and almost “plug and play” with what already exists in the ecosystem, and then concentrate on building the new extensions, the real kind of innovations. We’re trying to improve on the Knight model.

Secondly, once the grantees actually get money, it comes in a tranche format so they agree to an implementation plan. They get cash, in fairly small grants by Knight standards. The maximum is $100,000. In addition, they get engineering or programming support from external developers that are on our payroll, working out of our labs. We’ve got a civic lab running out of Kenya and partners, such as Google.

Thirdly, they get business mentorship support from some leading commercial business consultants. These aren’t nonprofit types. These are people who are already advising some of the largest media companies in the world.

The idea is that, through that process, we’re hopefully going to arrive at a more realistic set of projects that have either sustainable revenue models and scaling plans, from the beginning, or built-in mechanisms for assessments, reporting back and learning, if they’re designed purely as experiments.

We’re not certain if it’s going to work. It’s an experiment. On the basis of the Tech Camp that we’ve gone through, it seems to have worked very well. We’ve seen people abandon what were, we thought, overly ambitious technology plans and rather matched up or partnered with existing technologists. They will still achieve their goals but do so in a more streamlined, agile manner by re-purposing existing tech.

In the months since, I’ve seen many more maps emerge from the work of data journalists and government, including a beautiful one made with TileMill and open data from aid agencies at SahelResponse.org. You can explore the map in the embed below:

To bring key aid agencies together and help drive international response, the SahelResponse.org data-sharing initiative maps information about the ongoing food crisis in the Sahel region of West Africa. More than 18 million people across the Sahel are at risk and in need of food assistance in the coming months, according to the United Nations. Recent drought, population movements, and conflict have created a rapidly changing emergency situation. As in any crisis, multiple agencies need to respond and ramp up their coordination, and access to data is critical for effective collaboration. In a large region like the Sahel, the band of mostly arid land below the Sahara Desert stretching across the continent, effective coordination and collaboration are critical for responding effectively.

Thanks to new technologies like TileMill, and an increased adoption of open data, it was possible to put all the key data about the crisis — from relief access routes to drought conditions and population movements — in one place, openly available and mapped to give it further context.

Yesterday, I published an interview with Michael Flowers, New York City’s director of analytics for the Office of Policy and Strategic Planning in Mayor Bloomberg’s office. In the interview, “Predictive data analytics is saving lives and taxpayer dollars in New York City,” Flowers talks about how his team of 5 is applying data analysis on the behalf of citizens to improve the efficiency of processes and more effectively detection of crimes, from financial fraud to cigarette bootlegging.

After our interview, Flowers followed up over email to tell me about a new working group on data analytics between New York City, Boston, Chicago and Philadelphia. The working group, which recently launched a website at www.g-analytics.org, is sharing methodologies, ideas and strategies,

“Ultimately we want the group to grow and support as many cities interested in pursuing this approach as possible,” wrote Flowers. “It can get pretty lonely when you pursue something asymmetrical or untraditional in the government space, so we felt it was important to make it as simple as possible for like-minded cities to get started. There’s a great guy I work closely with out in Chicago on this effort – [Chicago chief data officer] Brett Goldstein; we talk at least twice a week.”

Derek Eder, one of the co-founders of Open City, emailed in this morning to share news of Crime in Chicago. “The website offers an interactive data visualization of the 4.8 million crimes reported in Chicago over the last decade,” he wrote. “It lets citizens see crime trends around them, compare crime levels over the years and across city wards, and explore each ward’s homicides, robberies, assaults and dozens of other crimes.”

The site also includes an interesting wrinkle on creating value from open data: selling high quality printposters ranking the incidence of crime in Chicago’s 50 wards.

As Eder pointed out, CrimeInChicago.com is possible because the Emanuel administration and the Chicago Police Department (CPD) are now publishing a open data online that includes local crime trends. In 2012, working to open government in Chicago means developers collaborating with the city to give citizens more understanding of their city.

This post has been updated to reflect an error in the Web address given for the project, if not the link underneath it. As Open City co-founder Juan-Pablo Velez pointed out via email, chicagocrime.org is “Adrian’s Holovaty’s old project, the one that gave birth to Everyblock. You could maybe see this project as the spiritual successor of chicagocrime.org, one that focuses on crime trends instead of crime incidents, but we don’t own that domain.”

Last month, I traveled to Moldova to speak at a “smart society” summit hosted by the Moldovan national e-government center and the World Bank. I talked about what I’ve been seeing and reporting on around the world and some broad principles for “smart government.” It was one of the first keynote talks I’ve ever given and, from what I gather, it went well: the Moldovan government asked me to give a reprise to their cabinet and prime minister the next day.

I’ve embedded the entirety of the morning session above, including my talk (which is about half an hour long). I was preceded by professor Beth Noveck, the former deputy CTO for open government at The White House. If you watch the entire program, you’ll hear from:

Victor Bodiu, General Secretary, Government of the Republic of Moldova, National Coordinator, Governance e-Transformation Agenda

The future of cities was a hot topic this year at the SXSW Interactive Festival in Austin, Texas, with two different panels devoted to thinking about what’s next. I moderated one of them, on “shaping cities with mobile data.” Megan Schumann, a consultant at Deloitte, was present at both sessions and storified them. Her curatorial should gives you a sense of the zeitgeist of ideas shared.

It was in that context that I presented upon “Open Data Journalism” this morning, which, to paraphrase Jonathan Stray, I’d define as obtaining, reporting upon, curating and publishing open data in the public interest. My slides, which broadly describe what I’m seeing in the world of open government today, are embedded below.

Last week was “Social Media Week” here in DC. The week featured speakers, panels, workshops, events, and parties all across the District, celebrating tech and social media in the nation’s Capital, including a special edition of the DC Tech Meetup. I moderated four panels, participated in a fifth and attended what I could otherwise. I found the occasion to be a great way to meet new people around the District. Following is a storify of some of my personal highlights, as told in tweets and photographs. This is by no means representative of everyone’s experiences, which are as varied as the attendees. It’s solely what I saw and what lingered from the social media week that was.

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About

Alexander B. Howard is a DC-based a technology writer and editor. Previously, he was the Washington Correspondent at O'Reilly Media, where he covered the voices, technologies and issues that matter in the intersection of government, technology and society.